第七章 工作分析

Chp7 Job Analysis

The nature of Job Analysis

Job analysisThe procedure for determining the duties and skill

requirements of a job and the kind of person who should be hired for it.

Job descriptionA list of a job’s duties, responsibilities, reporting

relationships, working conditions, and supervisory responsibilities—one product of a job analysis.

Job specificationsA list of a job’s “human requirements,” that is, the

requisite education, skills, personality, and so on—another product of a job analysis.

Types of Information Collected

Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements

Uses of Job Analysis Information

Recruitment and Selection Compensation Performance Appraisal Training Discovering Unassigned Duties

Job analysis can also:Help the company remain profitable and

competitiveHelp the company keep up with technologyPrevent employees from being overworkedHelp the company stay

in compliance with

government regulations

Steps in Job Analysis

Step 1: Decide how you’ll use theinformation.

Step 2: Review relevant backgroundinformation.

Step 3: Select representative positions. Step 4: Actually analyze the job. Step 5: Verify the job analysis information. Step 6: Develop a job description and job

specification.

Methods of Collecting Job Analysis Information : The Interview Information sources

Individual employeesGroups of employeesSupervisors with

knowledge of the job

AdvantagesQuick, direct way to find

overlooked information.

DisadvantagesDistorted information

Interview formatsStructured

(Checklist)Unstructured

Interview Guidelines

The job analyst and supervisor should work together to identify the workers who know the job best.

Quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that

lists open-ended questions and provides space for answers.

Ask the worker to list his or her duties in order of importance and frequency of occurrence.

After completing the interview, review and verify the data.

Questionnaires

Information sourceHave employees fill out

questionnaires to describe their job-related duties and responsibilities.

Questionnaire formatsStructured checklistsOpened-ended

questions

AdvantagesQuick and efficient

way to gather information from large numbers of employees

DisadvantagesExpense and time

consumed in preparing and testing the questionnaire

Observation

Information sourceObserving and

noting the physical activities of employees as they go about their jobs.

AdvantagesProvides first-hand

informationReduces distortion of

information

DisadvantagesTime consumingDifficulty in capturing

entire job cycleOf little use if job

involves a high level of mental activity.

Participant Diary/Logs

Information sourceWorkers keep a

chronological diary/ log of what they do and the time spent in each activity.

AdvantagesProduces a more

complete picture of the job

Employee participation

DisadvantagesDistortion of

informationDepends upon

employees to accurately recall their activities

Quantitative Job Analysis Techniques

The position analysis questionnaire (PAQ)A questionnaire used to collect quantifiable

data concerning the duties and responsibilities of various jobs.

It consists of 194 job elements that represent in a comprehensive manner the domain of human behavior involved in work activities. The items that fall into six categories:

Information input (where and how the worker gets information), Mental processes (reasoning and other processes that workers use), Work output (physical activities and tools used on the job), Relationships with other personsJob context (the physical and social contexts of work).other job characteristics (such as pace and structure)

问卷的六个部分 核心内容 举例 工作元素

信息输入 工作中何处得到信息 文字信息 35 个 思考过程 工作如何处理信息并

决策 推理难度 14 个

工作产出 设备使用、体力活动 使用工具 49 个 人际关系活动 沟通、联系、监督、

协调 指导他人 36 个

工作状态和工作内容

物质、生理和社会方面的条件

是否在与他人冲突的环境下工作

19 个

其它方面 工作的安排、要求、责任等

时间安排职务要求

41 个

The Department of Labor (DOL) procedureA standardized method by which different jobs

can be quantitatively rated, classified, and compared

A set of basic activities called worker function describes what a worker can do with respect to data, people, and things.

Data People Things 0 Synthesizing 0 Mentoring 0 Setting up 1 Coordinating 1 Negotiating 1 Precision working 2 Analyzing 2 Instructing 2 Operating/controlling 3 Compiling 3 Supervising 3 Driving/operating Basic 4 Computing 4 Diverting 4 Manipulating Activities 5 Copying 5 Persuading 5 Tending 6 Comparing 6 Speaking/signaling 6 Feeding/offbearing 7 Serving 7 Handling 8 Taking instruction/helping

Functional job analysisTakes into account the extent to which instructi

ons, reasoning, judgment, and mathematical and verbal ability are necessary for performing job tasks.

FJA rates the job not just on data, people, and things, but also on four more dimension:The extent to which specific instructions are necessary

to perform the taskThe extent to which reasoning and judgment are

required to perform the taskThe mathematical ability required to perform the taskThe verbal and language facilities required to perform

the task. FJA also identifies performance standards and

training requirements.

任务代号：GR-08

工作承担者的功能及定位 需要得到的指导 总体教育开发物 % 资料 % 人 % 逻辑性推理 数学 语言3 65 3 25 1 10 3 2 1 3目标：操作平路机

工作中心：覆土、翻松路面、铺平、构筑防火隔离带、维修路面、清理路面积雪。

任务：为了完成平路机的日常工作任务，如回填土方、路面维护、路面积雪清除等，操纵平路机的控制系统，将定位轮和机片置于正确的角度，前后、上下、左右移动机片；按照工作程序，借助知识和经验，监督设备的运行，根据情况的变化不断地做出调整，时刻注意其他工人和设备的位置及安全。

（要完成这些任务）

绩效标准 培训内容描述性标准：

—正确操作设备—警觉、留心

数据性标准：—所有工作都符合程序要求—没有出现因技术上误操作而造成的事故或损害

（要达到这些绩效标准）

功能性培训：—如何操作平路机—如何完成常规的平路机工作，例如回填土方、路面维护、路面积雪清除等

特殊培训：—特定的平路机知识—工作要求方面的知识—特殊的工作场位知识（土壤、土层、环境）

（工人需要这类培训）

Fleishman Job Analysis Survey To gather information about worker requirements,

the Fleishman Job Analysis System asks subject-matter experts, typically job incumbents, to evaluate a job in terms of the abilities required to perform the job.

The survey is based on 52 categories of abilities ranging from written comprehension to deductive reasoning, manual dexterity, stamina, and originality.

When the survey has been completed in all 52 categories, the results provide a picture of the ability requirements of a job.

Critical Incident Technique (CIT)

Critical Incident Technique (CIT)Takes past incidents of good and bad behaviorOrganizes incidents into categories that match

the job they are related to

Involves 4 steps

CIT stepsBrainstorm and create lists of dimensions of job

behaviorsList examples of effective and ineffective

behavior for each dimensionForm a group consensus on whether each

incident is appropriately categorizedRate each incident according to its value to the

company

Writing Job Descriptions

A job description A written statement of what the worker actually does, how he or

she does it, and what the job’s working conditions are. Sections of a typical job description

Job identification Job summary Responsibilities and duties Authority of incumbent Standards of performance Working conditions Job specifications

The Job Description

Job identificationJob title: name of jobFLSA status section: Exempt or nonexemptPreparation date: when the description was

writtenPrepared by: who wrote the description

Job summaryDescribes the general nature of the jobLists the major functions or activities

Relationships (chain of command)Reports to: employee’s immediate supervisorSupervises: employees that the job incumbent

directly supervisesWorks with: others with whom the job holder will

be expected to work and come into contact with internally.

Outside the company: others with whom the job holder is expected to work and come into contact with externally.

Responsibilities and dutiesA listing of the job’s major responsibilities and

duties (essential functions)Defines limits of jobholder’s decision-making

authority, direct supervision, and budgetary limitations.

Standard Occupational ClassificationClassifies all workers into one of 23 major

groups of jobs which are subdivided into 96 minor groups of jobs and detailed occupations.

Standards of performance and working conditionsLists the standards the employee is expected to

achieve under each of the job description’s main duties and responsibilities.

Writing Job Specifications

Specifications for trained personnelFocus on traits like length of previous service,

quality of relevant training, and previous job performance.

Specifications for untrained personnelFocus on physical traits, personality, interests,

or sensory skills that imply some potential for performing or for being trained to do the job.

Specifications Based on JudgmentSelf-created judgments (common sense)List of competencies in Web-based job descriptions (e.

g., www.jobdescription.com)O*NET onlineStandard Occupational Classification

Specifications Based on Statistical AnalysisAttempts to determine statistically the relationship betwe

en a predictor or human trait and an indicator or criterion of job effectiveness.

Steps in the Statistical ApproachAnalyze the job and decide how to measure job

performance.Select personal traits that you believe should

predict successful performance.Test candidates for these traits.Measure the candidates’ subsequent job

performance.Statistically analyze the relationship between

the human trait and job performance.